Week 3 – NYC money

I expected to see the financial sharks from Wall street dealing with numbers, analyzing every step, and aggressive. And that,s why i wasn’t interested in financial week at all. And actually the first class session on Monday morning was rather boring about the career path of Paul Toldalgi, the founder of BTAPartners LLC, i almost fallen asleep. But the further we moved the more interesting it became. In the second part of the day 2 guys from Zephyr management told us the stories of their lives, but i was listening to them with open mouth afraid of loosing a single word. It wasn’t like a movement by the career ladder, it was flow of their lives. And was music for my ears – one of them told:
– follow your heart
– find your relative advantage
– always expect others to be smarter than you
– find rising tights, don’t follow the crowd and don’t try to compete with them
And i felt they are really sharks, and they can easily kick your ass in their area of asset management. But they do it in such sophisticated manner than you even don’t feel that! πŸ™‚

The other truly impressive presentation was done by Rudin company on the next day.
Thomas Keating – real businessman from real estate. 1 hour and a half, but no fluff, only squeezed essence of what they do, how they do, what differentiate them from others, what their strategy, what their mission and values. And i again expected some pressure on our brains – how we should compete, how to struggle, how to bit others,… but he started his story from how important is to listen to your instinct. How the Rudin owner makes the decision – he is thinking about the deal, meditate on it and imagine he is eating a deal like a food. And listen to his stomach – if it feels good he goes into it, if not – he will never sign the contract. And these are the guys with more than hundred years experience in the field, not only survived during the crises periods, but developed the smart systems of building management, left fallen behind their main competitors not only in the field of real estate, but in area of soft development, like Microsoft and Honeywell.

Bloomberg and EY were almost the same for me in terms if impression, or I’d say the lack of impression. The typical consulting companies I worked for. But they still could touch my heart with their changes of the strategy after the crisis – they no more like a standard consulting company with standard package of services as finance, assurance, tax consulting, but they started to provide advisory services in the area of process development and optimisation, helping the companies not only technically make the changes, but training the staff in order to adopt them to the changes. And this is my piece of cake! I came to this idea in 2009, starting making these changes in the company I worked for. Nice to understand that you are in the flow with NYC sharks. πŸ™‚

The biggest discovery from the financial NYC for me was that it is so much intuitive. Yes, it is about Big Data and predictive analytics as well, and they are extremely good in that as well, but they are not rely only on their left logic side of the brain. And probably that makes NYC so unique as well.

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